Leadership Lessons From The Poker Table


By Douglas Katz


Poker, the little game that took hold in the 1800’s, has grown into a global phenomenon. From card rooms to house games, from the World Series of Poker to the Internet, people are smitten with this game and as with most games, poker parallels life. We can, in turn, learn a lot from poker.

On the surface, poker is a game of card hands, bluffs and strategic betting. Beneath the surface, however, poker is an intricate dance of risk management, resource management, and psychology. It is a great opportunity to improve your ability to navigate the tricky world of leadership.

Know the table and know your hand:

You cannot win, if you do not know the rules. Converting your hand to the best possible payoff within these rules is the only way to win. The hierarchy of hands, wild cards, the number of players, betting order, and card exchanges all affect your play and your decision to hold ‘em or fold ‘em. In one hand, for example, a deuce may be worthless. In another hand, a deuce may be a wild card that can provide the crucial piece in making three of a kind. In short, the rules define how you manage your resources.

As a leader, you need to practice this same insight in your day-to-day operations that you would at the card table. You must define what defines success and how your resources will allow you to reach your objectives. When you lack the sufficient resources to compete effectively, get out. If you decide to compete, you must constantly assess and re-assess of your operating environment and how your resources enable you to accomplish your objectives within the environment.

Odds influence decisions:

In poker, the decisions are seemingly simple – check, bet, call or fold. Behind each one of these decisions, however, an intricate analysis takes place. As a player you must decide whether the risk associated with a decision has a sufficient payout to offset the assumed risk. This is called pot odds and it is a basic tenet of poker strategy. Basically, whenever faced with a decision, you evaluate the hand you hold, the ability to make a future hand and the likelihood that your opponents have a better or will make a better hand. If the odds are favorable or if there is a payout large enough to reward a risky move, you stay in. If not, you get out.

Good leaders must understand and embrace effective risk management to succeed. Rarely, if ever, will a decision be devoid of risk and certain decisions will have significant risk. It is those leaders who can quickly determine the return-on-investment for a decision or commitment of resources, therefore, who succeed. This insight allows them to choose to act or not act with courage of conviction and confidence in their decisions.

Respect Luck:

There is a poker term called the bad beat. In these situations, one player is the odds on favor to win a hand and their opponent draws, against the odds, the card that they need. I can say from experience that this is no fun. I can also say that this is a fact of poker. Many times, no matter how well you are positioned, there are several cards still in the deck that can ruin your day and deplete your chip stack. The best players put the hand and the urge to get emotional behind them and move on with grace, dignity and continued disciplined play. In short, they do not let bad luck effect future play.

You will as a leader have real life bad beats. You will do everything right. You will identify an opportunity, you will formulate a plan, you will request and acquire the right opportunities and you will execute well. In these cases, however, you will fail. It happens to everybody and it will happen to you. When it happens, move on, learn lessons, and continue to execute. Keep up your morale and that of your team by putting the failure behind you.

Play the man:

Poker is a game of cards, but the truly exceptional players engage the opponent. They hone their skills of perception and psychology to identify behavioral trends as a window the their opponents hands. Everybody has tells or small idiosyncrasies that telescope their moves or the cards in their hand. Additionally, betting patterns can tell you a great deal of the personality type of your opponent, the strength of their hand and their potential reaction to your moves. Identifying and using this information allows you to mitigate risk and make more informed decisions.

To lead, you must understand people and react to their needs, wants, fears, desires and behavior. Unfortunately, most of the time, your team members and colleagues will not necessarily openly share these aspects of their psyche. To be honest, they might not even know these things about themselves. You must, therefore, observe the behaviors of those with whom you work, analyze how this should affect your behavior and alter your style to most effectively work with them.

Short-stacked is down, but not out:

In poker, when you are short stacked, you have less chips that your opponents. This is an obvious disadvantage, but a good player knows that things can change quickly with skill and luck. In fact, there is a poker saying that state, “To win, all that you need is a chip and a chair.” Players in this situation, play more conservatively a bit, pick the hands they play more carefully and often engage opponents who have less of a chance to bully them out of the hand. In short, they make every chip count.

Leadership is no different and the truly gifted leader looks at resource issues as constraints and not insurmountable obstacles. They assess how these constraints affect their business and alter their decision making to take the full advantage of their limited resources.

Douglas Katz is a Co-Founder and Vice-President of LEADINGSCHOOL LLC (http://www.leadingschool.com). He is a 1993 graduate of the United States Military Academy and a 2001 graduate of Loyola University Chicago. He has sucessfully served in a wide variety of leadership positions across a diverse range of organizations, industries and environments to include the United States Army, Tellabs, and Citigroup.


More Resources

Unable to open RSS Feed $XMLfilename with error HTTP ERROR: 404, exiting

More Management Information:

Related Articles


On The Job Training is Something You Can't Afford to Skip
Trained employees are more productive employees; there's no doubt about that. Whether you're your only employee or whether you've got a growing staff, put OJT (on the job training) at the top of your To-Do list.
People Literacy
Every Manager has experienced the frustration of not understanding why one management approach that works beautifully with one employee is ineffective with another. That's because what we think would be motivating isn't always motivating to someone else.
Big Company Intelligence on a Small Company Budget
Information is the lifeblood of the economy. That's especially true for businesses, because the ability to identify current customers and locate new prospects makes the difference between boom and bust.
The Survey Feedback Process for Organizational Development and Change
THE PURPOSE OF SURVEY FEEDBACK:In globally competitive environments, organizations are seeking information about obstacles to productivity and satisfaction in the workplace. Survey feedback is a tool that can provide this type of honest feedback to help leaders guide and direct their teams.
Doing More With Less
This is a bottom-line environment.Decreasing the downtime of revenue producing employees is a major concern.
Is Your Management Style Assisting or Hurting Your Business?
Many times business owners can have significant differences in management styles that can deter the growth of both the employees and the business.Employees can have differing needs that require differing methods of management as well.
Structure Your Payment Offers to Sell More Products
The way you structure your payment offers can increase your sales. I'm not talking about the way people pay like credit cards, digital payments, checks, and cash options.
Using the Six-Sigma Methodology to Improve Wafer Fab Productivity
As a result of consolidation of operations and significantly increased production requirements, Intersil's main Fab was facing bottlenecks in supply versus demand. Intersil enlisted Tefen USA first to support identifying the Fab bottleneck, and then to develop a comprehensive roadmap for capacity and cycle time improvements.
Meeting Your Meeting Expectations
"To get something done a meeting should consist of no more than three people, two of whom are absent."~Author unknownOne of the complaints I hear most often is about the number of meetings people attend during any given week.
Transparency: A Key To Your Effectiveness
Last month I talked about the Skilled Facilitator principle of being curious. This month I want to talk about the complementary principle transparency.
Know Your Client - The First Rule of Business Coaching
Whilst the very best coaches have undertaken independently accredited training and or have years of experience with clients, new self-assessment questionnaires are coming available which is evolving coaching into a far more focused activity. And that is to the benefit of coach/client relationships for the following reasons:- Key AreasResults from assessments enable the coach and client to understand key areas for development and the client can then choose which will be most beneficial.
Compensation and Six Sigma Black Belts
One of the more ambiguous elements of a Six Sigma project is the level and type of compensation the organization should give to its Six Sigma leaders and team members. On the one hand, setting compensation is not an integral part of any stage of a Six Sigma project; on the other hand, compensation is an important instrument to build loyalty and a sense of accomplishment that is a crucial element to the organization's Six Sigma success.
Ringing Doorbells Without Howitzers
Many operations leaders have been there, done that with re-engineering. And they report, in effect, that the process is like ringing a doorbell with a howitzer shell.
Catch Your Staff Doing Something Right
A long time ago, I learned something about being a manager that has proven to be one of the most valuable lessons I've ever heard.You can't manage people from inside your office.
Implementation the Catalyst of Change for Management to Reach that Next Level of Success
From the personal and professional experiences of other colleagues and myself, one of the more critical success factors for management is implementation. Through my observations, I have discovered that people and organization spend a great deal of resources including time, dollars and the cumulative total of the energy generated from these efforts to create business or strategic plans.
10 Critical Questions to Ask Before Hiring a Consultant
Talk to as many consultants as you can before hiring one. Even if you have one person or firm in mind, interview at least a few others as a sort of due diligence.
Want to Manage Your Time? Get Real!
You know the drill - the ridiculous deadlines, the relentless barrage of email, voicemail, phone calls, all those "got a minute" interruptions, the constant worrying that one of those many balls you're juggling is going to unexpectedly drop.When you're on total overload, all you want is relief - preferably the fast and easy kind.
Uncovering the Secrets to Effective Performance Management
In many ways there are no secrets to implementing effective performance management. Performance Management is a process and a process which if implemented effectively should ensure that both employees and managers remain both productive and motivated.
A Rare Leadership Skill: Dealing With People Who Want Out By Offering Crowns For Convoy
As a leader, you'll inevitably be faced with people wanting to leave your team or organization. Dealing with the challenge is critical for your leadership success.
Score the Rainbows Pot of Gold: Become the Boss That No One Wants to Leave
Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.Peter DruckerLadies and gentlemen, the captain has turned on the seat belt sign.